"It all started back in the early 1990s at a meeting with our travel agent advisory board. This was a group of about a dozen standout travel advisors from across the country chosen by our sales team not just for their sales volume but for their creativity and sharp business instincts. They came from a variety of backgrounds, brought different perspectives to the table, and had all built successful businesses from the ground up. Most importantly, each was seen as savvy and articulate."
"We'd already had several productive sessions with them before with good feedback and candid dialogue. They got a look behind the curtain at how a cruise line operates, and we got thoughtful suggestions on how to improve. Those meetings were enjoyable and useful but not exactly transformational. As usual, we prepped carefully. And when we walked into the meeting room at 9:00 a.m., we were looking forward to another pleasant but not earth-shattering session."
Non-ship innovations underpin every cruise, contributing new destinations, technology-driven guest conveniences, sustainability, and enhanced experiences. A naming effort evolved from Project Archimedes to ETDBW, which became a unifying rallying cry that aligned the company. A travel agent advisory board of a dozen creative, experienced advisors provided candid, strategic feedback and insights. Prior sessions produced useful suggestions and transparency about cruise operations but lacked transformational impact. The group prepared a pre-meeting and unexpectedly cut off the head of sales at the opening, hijacking the agenda and demonstrating their proactive engagement.
Read at Big Think
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